ABSTRACT
This chapter, while drawing on reflections made since the 1990s regarding the specificity of arts marketing, seeks to venture further. Marketing techniques can be fertile in artistic sectors, but, conversely, the application of these techniques to artistic issues raises new questions opening up new perspectives on the strategies of commercialization. Marketing, if implying a knowledge of the nature and expectations of the audience, does not reduce itself to a mere mechanical, reflexive adaptation of the supply. There are two possible avenues which an organization may choose in its relationship with the market, but which are not mutually exclusive. The first is reactive, with the organization adapting itself and reacting to the behaviors of the various actors on the market-this market considered as a given. The second is proactive, with the organization attempting to change the very structure of the market. This approach implies a reconfiguration of the actor’s play, an alteration of their roles and behavior. The main goal of this chapter is to explore the different forms that reconfiguration can take, with examples drawn from various empirical and documentary sources.
